You have taken the DiSC® and have learned that you are a high D or you work with a High D. This leadership style has been greatly criticized. Studies say that organizations with many dominant leaders have higher turnover and absenteeism. When it comes to leading a group of highly skilled people, dominant leadership can make you very unpopular. Gen X and Millennial employees are highly resistant to this management style.

When can this be effective? Dominant traits can prove beneficial, mostly when control is needed over a group. Have you ever worked on a group project that fell flat and needed to succeed before the deadline? That happens when no dominant leader is present.

A dominant leader tells people what to do, issues orders and expects them to be obeyed. High dominance is needed in an emergency and when only the leader can make the decision.

Being a pure High Dominant is often considered the classical approach. It is one in which the manager retains as much power and decision- making authority as possible. The manager does not consult employees, nor are they asked to give input. Employees are expected to obey orders without receiving any explanations. The motivational environment is produced by creating a structured set of rewards and punishments.

Sometimes it is the most effective style to use. For example:

• New, untrained employees who do not know which tasks to perform or which procedures to follow.
• When employees do not respond to any other leadership style
• There are high-volume production needs on a daily basis
• There is limited time in which to make a decision.

Dominant leadership style should not be used when:

• Employees’ creative inputs are needed
• Employees have open ended job requirements
• Most non emergency situations!